Ensure what we are implementing is actually giving us the output we are looking for Are we assuming that employees are motivated by money? And maybe they’re not

Avoid situations where bonuses become “expectations” which can result in a bonus backfiring

Step 1: Identify the “unit of production”

Could we switch Team Leads from a stipend to at “Team Credit” type bonus Team credit model can also be used for PT and PTA teams

Experience: an automated way to provide some level of additional “base” pay each year… typically want to cap this. “Want to stay under 40% compensation of revenue if possible”

Calibration point… the point where EE would earn the same on your comp model as they earn currently PTO: - can guarantee full pay - can tie to production (i.e. tie it to what they have averaged over the past x months) New Hires: - Correlation between length of grace period and level of stress - If more than 2 yrs exp recommended 3 month grace period, < 2 years exp, 6 months

Ethical?: Need to have a way to track quality to avoid having a therapist choose quantity over quality - Provide a scorecard -

Fed Min 36000 per year.. it’s a weekly requirement Some individual states have their own requirements and may be higher than the federal requirement Non exempt, still need to follow minimum wage requirements in the area

Option for rolling this out for just new providers Historic data: Ideally there are a few weeks where their pay would have exceeded what they are currently making

% of therapist salaries to top line has dropped 2%

Seperate model for Pelvic health therapists that are over 50% of case load Use a % of revenue model

New grads don’t start until 1 year completion of onboarding program PTO: accrues… paid out equivalent to a full therapist salary For every year experience, therapists get an extra 1000 dollars on their base

Went out of UHC, 14% of patients

Had a 10% turnover